b. Technology innovation in the manufacturing process. c. Changes in laptop computer design that builds in wireless technology. Problem 2.6 (Page 82) Identify how changes in the external environment affect the OM strategy for a company. For instance, discuss what impact the following external factors might have on OM strategy: a. Major increases in oil prices. b. Water- and air-quality legislation. c. Fewer young prospective employees entering the labor market. d. Inflation versus stable prices. e. Legislation moving health insurance from a pretax benefit to taxable income. Problem 2.7 (Page 82) Develop a ranking for corruption in the following countries: Mexico, Turkey, Denmark, the U.S., Taiwan, Brazil, and another country of your choice. (Hint: See sources such as Transparency international, Asia Pacific Management News, and The Economist.) Problem 2.8 (Page 82) Develop a ranking for competitiveness and/or business environment for Britain, Singapore, the U.S., Hong Kong, and Italy. (Hint: See the Global Competitive Report, World Economic Forum, Geneva, and The Economist.) Discussion Question Chapter 03 (Page 118) 1. Give an example of a situation in which project management is needed. 2. Explain the purpose of project organization. 3
3. What are the three phases involved in the management of a large project? 4. What are some of the questions that can be answered with PERT and CPM? 5. Define work breakdown structure. How is it used? 6. What is the use of Gantt charts in project management? 7. What is the difference between an activity-on-arrow (AOA) network and an activity-on- node (AON) network? Which is primadly used in this chapter? 8. What is the significance of the critical path? 9. What would a project manager have to do to crash an activity? 10. Describe how expected activity times and variances can be computed in a PERT network. 11. Define early start, early finish, late finish, and late start times. 12. Students are sometimes confused by the concept of critical path, and want to believe that it is the shortest path through a network. Convincingly explain why this is not so. 13. What are dummy activities? Why are they used in activity-on-arrow (AOA) project networks? 14. What are the three time estimates used with PERT? 15. Would a project manager ever consider crashing a noncritical activity in a project network? Explain convincingly. 16. How is the variance of the total project computed in PERT? 17. Describe the meaning of slack, and discuss how it can be determined. 18. How can we determine the probability that a project will be completed by a certain date? What assumptions are made in this computation? 19. Name some of the widely used project management software programs. Problem 3.7 (Page 122-123) Task time estimates for a production line setup project at Robert Klassen's Ontario factory are as follows: Activity Time (in hours) Immediate Predecessors A 6.0 - B 7.2 - C 5.0 A D 6.0 B, C E 4.5 B, C F 7.7 D G 4.0 E, F a. Draw the project network using AON.
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- Winter '11
- Project Management